{"title":"Making It in America","authors":"J. Gordon","doi":"10.5860/choice.36-4672","DOIUrl":"https://doi.org/10.5860/choice.36-4672","url":null,"abstract":"","PeriodicalId":6947,"journal":{"name":"ABA Banking Journal","volume":"28 1","pages":"50"},"PeriodicalIF":0.0,"publicationDate":"2018-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89703704","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
IT HAS NOW been more than seven months since my appointment as ABA's new president and CEO was announced. On my many trips to meet ABA's members across the country, bankers often ask how it's going and what I've been up to. As I officially transition into the role of president and CEO, I wanted to share my answer and give you a glimpse at what's keeping all of us at ABA so busy these days. These first months have been fun and exhilarating. It has been my honor and privilege to meet so many of ABA's important stakeholders and discuss the challenges and opportunities ahead for us as an industry. Meeting our members has been my first order of business. Since my appointment was first announced in May, I have logged 35,000 miles traveling to more than 12 states and speaking at more than two dozen events attended by thousands of bankers. Getting to know our members is vitally important, but I know my wife, Rebecca, and our children will be happy when this first year's travels wind down! We had a terrific Annual Convention in Los Angeles. We heard from leading thinkers on a whole host of industry issues that are coming our way. We also honored my predecessor Frank Keating--not just for five years of service to ABA but for a nearly five-decade body of work in public service. An FBI agent, state legislator, state and federal prosecutor, Reagan administration appointee and Oklahoma governor--Frank's accomplishments are remarkable and compelling. I am so glad we had the opportunity to pay him a richly deserved tribute at the Convention. We also co-hosted a ceremony with the Oklahoma Bankers Association at which Gov. Mary Fallin and other leaders in Frank's home state had a chance to honor him for his legacy of service. Members of Congress and other leaders here in D.C. gathered for an event I hosted in Frank's honor in the Mansfield Room of the U.S. Capitol. Attending our National Agricultural Bankers Conference in Kansas City was a special treat. The conference set attendance records with more than 800 registrants. I joined Dan Blanton fora session providing an overview of our upcoming advocacy goals--only the second time that ABA's chief executive and incoming chairman have both addressed ABA's century-old gathering of ag bankers. Accounting for more than one-third of all U.S. banks, ag banks are a vitally important part of our industry. I also had the opportunity to meet more of our members when delegations from 30 states visited D.C. this fall. Thank you to the more than 600 bankers who took time away from their families, their banks and their hometowns to do the fly-ins. In-person advocacy is critically important if we are to make a successful case for regulatory relief on Capitol Hill. Regulatory reform was at the top of our advocacy agenda all autumn long. As this article went to press, the fate of reg relief in Congress was uncertain, but working together with our grassroots bankers and the state associations, we have been giving it a powerful push.
{"title":"Laying the Groundwork for Change","authors":"R. Nichols","doi":"10.2307/j.ctv11cvz3s.8","DOIUrl":"https://doi.org/10.2307/j.ctv11cvz3s.8","url":null,"abstract":"IT HAS NOW been more than seven months since my appointment as ABA's new president and CEO was announced. On my many trips to meet ABA's members across the country, bankers often ask how it's going and what I've been up to. As I officially transition into the role of president and CEO, I wanted to share my answer and give you a glimpse at what's keeping all of us at ABA so busy these days. These first months have been fun and exhilarating. It has been my honor and privilege to meet so many of ABA's important stakeholders and discuss the challenges and opportunities ahead for us as an industry. Meeting our members has been my first order of business. Since my appointment was first announced in May, I have logged 35,000 miles traveling to more than 12 states and speaking at more than two dozen events attended by thousands of bankers. Getting to know our members is vitally important, but I know my wife, Rebecca, and our children will be happy when this first year's travels wind down! We had a terrific Annual Convention in Los Angeles. We heard from leading thinkers on a whole host of industry issues that are coming our way. We also honored my predecessor Frank Keating--not just for five years of service to ABA but for a nearly five-decade body of work in public service. An FBI agent, state legislator, state and federal prosecutor, Reagan administration appointee and Oklahoma governor--Frank's accomplishments are remarkable and compelling. I am so glad we had the opportunity to pay him a richly deserved tribute at the Convention. We also co-hosted a ceremony with the Oklahoma Bankers Association at which Gov. Mary Fallin and other leaders in Frank's home state had a chance to honor him for his legacy of service. Members of Congress and other leaders here in D.C. gathered for an event I hosted in Frank's honor in the Mansfield Room of the U.S. Capitol. Attending our National Agricultural Bankers Conference in Kansas City was a special treat. The conference set attendance records with more than 800 registrants. I joined Dan Blanton fora session providing an overview of our upcoming advocacy goals--only the second time that ABA's chief executive and incoming chairman have both addressed ABA's century-old gathering of ag bankers. Accounting for more than one-third of all U.S. banks, ag banks are a vitally important part of our industry. I also had the opportunity to meet more of our members when delegations from 30 states visited D.C. this fall. Thank you to the more than 600 bankers who took time away from their families, their banks and their hometowns to do the fly-ins. In-person advocacy is critically important if we are to make a successful case for regulatory relief on Capitol Hill. Regulatory reform was at the top of our advocacy agenda all autumn long. As this article went to press, the fate of reg relief in Congress was uncertain, but working together with our grassroots bankers and the state associations, we have been giving it a powerful push.","PeriodicalId":6947,"journal":{"name":"ABA Banking Journal","volume":"202 1","pages":"8"},"PeriodicalIF":0.0,"publicationDate":"2016-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79694763","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
It was a particularly gratifying moment for new ABA Chairman Dan Blanton. The scene: A recent business development meeting at Georgia Bank & Trust, a $1.8 billion community bank based in Augusta, Ga. One of the bank's senior commercial lenders, reporting on the local economic environment, noted that loan officers were going to have a difficult time reaching their production goals for the year. At that point, a relatively new director on the bank's board asked a prudent question. What, the director asked, prevents a loan officer from originating lesser-quality loans to just meet the goals? It was the reaction of the bank's staff that impressed Blanton, who had to hold himself in reserve in responding to the question. That's because of the strong culture of business ethics at the bank, which comes from the top and is succinctly expressed in Georgia Bank & Trust's brand message: Doing the right thing. So, when the director asked his question, there was a rush of people with the answer. "Every staff member wanted to explain the importance of the ethics of this bank and the importance of doing the right thing," Blanton says. "Everyone wanted to make sure that he understood how we operate here. I just really kind of sat back and enjoyed listening to our staff talk about the ethics of this bank." To understand Blanton's--and his staff's--strong sense of ethics, you need to look at the role models in his life. There was his father, T.V. Blanton. His father-in-law and a Georgia Bank & Trust founder Robert W. Pollard Sr. And local banker and community leader Russell Blanchard, who, in Blanton's words, "taught lessons without teaching lessons." T.V. Blanton was in the wholesale warehouse business in Augusta, representing the Havatampa Cigar Co. His business provided retail products--tobacco, candy and sundries--for retailers in the city and for country stores in Georgia and across the Savannah River in South Carolina. "He ran an entire wholesale operation on a 2 percent margin," says Dan Blanton In describing T.V.'s operation. "He had to run a business really proper and tight. He was an extremely good operator and was very loyal to his community." Community loyalty included supporting those city and country stores that supported you. "Those are the values he Instilled in me," Blanton says. R.W. Pollard, Dan Blanton's father-in-law, started his family's lumber business in the 1940s. That business flourishes today under the leadership of his children, with daughter Patty--Dan's wife of 43 years--serving as CFO. The business provides dimensional lumber to retailers, Including major home improvement stores, builders and other retailers. Patty's hobby is her farm, which also now provides a wedding site for rental to help feed all her animals. [ILLUSTRATION OMITTED] While Pollard started out as a lumberman, banking was another business interest and calling, Blanton says. "It took me 10 years to get comfortable with him," he adds. "He was incredibly smart and love
对于美国律师协会新任主席丹·布兰顿来说，这是一个特别令人欣慰的时刻。场景:佐治亚州奥古斯塔(Augusta)一家规模达18亿美元的社区银行Georgia Bank & Trust最近举行了一次业务开发会议。该银行的一位资深商业贷款机构在报告当地经济环境时指出，信贷员将很难实现今年的生产目标。当时，该行董事会一位相对较新的董事提出了一个谨慎的问题。主管问道，是什么阻止了信贷员为了达到目标而发放质量较低的贷款?银行工作人员的反应给布兰顿留下了深刻印象，他在回答这个问题时不得不保持克制。这是因为该银行有着强大的商业道德文化，这种文化来自于高层，并在乔治亚银行的品牌信息中得到了简洁的表达:做正确的事。所以，当主任问他的问题时，带着答案的人涌了出来。布兰顿说:“每一位员工都想向他们解释，这家银行道德规范的重要性，以及做正确事情的重要性。”“每个人都想确保他理解我们在这里的运作方式。我只是坐下来，享受着听我们的员工谈论这家银行的道德规范。”要理解布兰顿——以及他的员工——强烈的道德感，你需要看看他生活中的榜样。还有他的父亲，T.V.布兰顿。他的岳父、乔治亚州信托银行的创始人老罗伯特·w·波拉德，以及当地银行家和社区领袖拉塞尔·布兰查德，用布兰顿的话来说，布兰查德“只教不教”。T.V.布兰顿在奥古斯塔从事批发仓库业务，代表哈瓦坦帕雪茄公司。他的公司为城市的零售商、乔治亚州的乡村商店和南卡罗来纳州萨凡纳河对岸的商店提供零售产品——烟草、糖果和杂物。“他以2%的利润率经营整个批发业务，”丹·布兰顿在描述电视时说的操作。“他必须把生意经营得非常恰当和严谨。他是一个非常优秀的经营者，对他的社区非常忠诚。”社区忠诚包括支持那些支持你的城市和乡村商店。布兰顿说:“这些都是他灌输给我的价值观。r·w·波拉德，丹·布兰顿的岳父，在20世纪40年代开始了他的家族木材生意。如今，在他的孩子们的领导下，这家企业蓬勃发展，与丹结婚43年的女儿帕蒂(Patty)担任首席财务官。该业务为零售商提供尺寸木材，包括主要的家装店，建筑商和其他零售商。帕蒂的爱好是她的农场，现在还提供一个婚礼场地出租，以帮助喂养她所有的动物。布兰顿说，波拉德最初是一名伐木工人，但银行业是他的另一个商业兴趣和职业。“我花了10年时间才适应他，”他补充道。“他非常聪明，热爱银行业。我会在晚上10点到他家，我们会讨论——争论——关于银行业的事情。我和他会玩得很开心。”布兰顿指出，波拉德并没有接受过分析方面的正式培训，但他可以听取贷款请求，判断一个人是否具有良好的信用风险，然后做出决定。波拉德是1988年佐治亚银行和信托公司的创始人之一，这并不是他第一次参加社区银行竞技表演。一个较早的机构，佐治亚州立银行，最终在1985年被卖给了一个更大的地区性银行。但此后不久，不满的客户开始鼓励波拉德、布兰顿和其他人创办一家新的社区银行，以满足他们未被满足的需求。布兰顿说:“我把我的客户存了一辈子。自1989年开业以来，得益于有利的经济趋势和人口结构，佐治亚信托银行稳步增长。…
{"title":"Doing the Right Thing","authors":"B. Nixon","doi":"10.2307/j.ctvw049f5.11","DOIUrl":"https://doi.org/10.2307/j.ctvw049f5.11","url":null,"abstract":"It was a particularly gratifying moment for new ABA Chairman Dan Blanton. The scene: A recent business development meeting at Georgia Bank & Trust, a $1.8 billion community bank based in Augusta, Ga. One of the bank's senior commercial lenders, reporting on the local economic environment, noted that loan officers were going to have a difficult time reaching their production goals for the year. At that point, a relatively new director on the bank's board asked a prudent question. What, the director asked, prevents a loan officer from originating lesser-quality loans to just meet the goals? It was the reaction of the bank's staff that impressed Blanton, who had to hold himself in reserve in responding to the question. That's because of the strong culture of business ethics at the bank, which comes from the top and is succinctly expressed in Georgia Bank & Trust's brand message: Doing the right thing. So, when the director asked his question, there was a rush of people with the answer. \"Every staff member wanted to explain the importance of the ethics of this bank and the importance of doing the right thing,\" Blanton says. \"Everyone wanted to make sure that he understood how we operate here. I just really kind of sat back and enjoyed listening to our staff talk about the ethics of this bank.\" To understand Blanton's--and his staff's--strong sense of ethics, you need to look at the role models in his life. There was his father, T.V. Blanton. His father-in-law and a Georgia Bank & Trust founder Robert W. Pollard Sr. And local banker and community leader Russell Blanchard, who, in Blanton's words, \"taught lessons without teaching lessons.\" T.V. Blanton was in the wholesale warehouse business in Augusta, representing the Havatampa Cigar Co. His business provided retail products--tobacco, candy and sundries--for retailers in the city and for country stores in Georgia and across the Savannah River in South Carolina. \"He ran an entire wholesale operation on a 2 percent margin,\" says Dan Blanton In describing T.V.'s operation. \"He had to run a business really proper and tight. He was an extremely good operator and was very loyal to his community.\" Community loyalty included supporting those city and country stores that supported you. \"Those are the values he Instilled in me,\" Blanton says. R.W. Pollard, Dan Blanton's father-in-law, started his family's lumber business in the 1940s. That business flourishes today under the leadership of his children, with daughter Patty--Dan's wife of 43 years--serving as CFO. The business provides dimensional lumber to retailers, Including major home improvement stores, builders and other retailers. Patty's hobby is her farm, which also now provides a wedding site for rental to help feed all her animals. [ILLUSTRATION OMITTED] While Pollard started out as a lumberman, banking was another business interest and calling, Blanton says. \"It took me 10 years to get comfortable with him,\" he adds. \"He was incredibly smart and love","PeriodicalId":6947,"journal":{"name":"ABA Banking Journal","volume":"98 1","pages":"26"},"PeriodicalIF":0.0,"publicationDate":"2015-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85325553","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2007-02-01DOI: 10.1142/9789812819352_0002
William W. Streeter
(until Feb. 1997) Ewers, Frank 23274FWE@msu.edu or Ewers@pilot.msu.edu Herm, Dietrich 100071.1711 @CompuServe.com Herman, Marc herman@efor.ucl.ac.be Jansen, Steven steven.jansen@bio.kuleuven.ac.be Kijidani, Yoshio kiji yo@ss.ffpri.affrc.go.jp Kim, Yoonsoo kimys@chonnam.chonnam.ac.kr (correction) Kondo, Yuki kondo@ss.ffpri.affrc.go.jp (change) Dttone, Eduardo ottone@tango.gl.fcen.uba.ar (correction) Quibell, C.P. qui bell @sonoma.edu Rozenberg, Philippe rozenberg@orleans.inra.fr Selmeier, A. 100071.1711 @CompuServe.com Staff, Ian A. botias@lure.1atrobe.edu.au Stokke, Douglas dstokke@iastate.edu (change) Suzuki, Mitsuo mitsuo@mail.cc.tohoku.ac.jp (change) Verkasalo, Erkki Erkki. Verkasalo@metls.fi (correction) Zenid, Geraldo zenid@dce03.ipt.br (change)
{"title":"E-Mail This!","authors":"William W. Streeter","doi":"10.1142/9789812819352_0002","DOIUrl":"https://doi.org/10.1142/9789812819352_0002","url":null,"abstract":"(until Feb. 1997) Ewers, Frank 23274FWE@msu.edu or Ewers@pilot.msu.edu Herm, Dietrich 100071.1711 @CompuServe.com Herman, Marc herman@efor.ucl.ac.be Jansen, Steven steven.jansen@bio.kuleuven.ac.be Kijidani, Yoshio kiji yo@ss.ffpri.affrc.go.jp Kim, Yoonsoo kimys@chonnam.chonnam.ac.kr (correction) Kondo, Yuki kondo@ss.ffpri.affrc.go.jp (change) Dttone, Eduardo ottone@tango.gl.fcen.uba.ar (correction) Quibell, C.P. qui bell @sonoma.edu Rozenberg, Philippe rozenberg@orleans.inra.fr Selmeier, A. 100071.1711 @CompuServe.com Staff, Ian A. botias@lure.1atrobe.edu.au Stokke, Douglas dstokke@iastate.edu (change) Suzuki, Mitsuo mitsuo@mail.cc.tohoku.ac.jp (change) Verkasalo, Erkki Erkki. Verkasalo@metls.fi (correction) Zenid, Geraldo zenid@dce03.ipt.br (change)","PeriodicalId":6947,"journal":{"name":"ABA Banking Journal","volume":"4 1","pages":"4"},"PeriodicalIF":0.0,"publicationDate":"2007-02-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89224226","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Getting the Word Out","authors":"B. Duke","doi":"10.1201/9781420000054-9","DOIUrl":"https://doi.org/10.1201/9781420000054-9","url":null,"abstract":"","PeriodicalId":6947,"journal":{"name":"ABA Banking Journal","volume":"31 1","pages":"16"},"PeriodicalIF":0.0,"publicationDate":"2005-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"90890979","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 1995-11-01DOI: 10.4135/9781452244143.n4
William W. Streeter
As with race, it's difficult to discuss matters of gender objectively. Both subjects tend to stir emotions and polarize opinions. We've attempted in our cover story this month to present a dispassionate view of an important evolution: the increased presence of women among the ranks of senior bank officers. The statistics alone don't point to any overwhelming recent change. From a pool of about 10,000 banks, a mere handful of CEOs are women. Yet the numbers are increasing at the highest levels--though gradually. In the middle management ranks, the numbers have jumped much more dramatically, as the article notes. Where will the trend go from here? Some may wonder if the recantation of Norma McCorvey ("Jane Roe" of Roe v. Wade) and the ascendance of conservatism will prompt tens of thousands of women now in managerial roles to trade in their pumps for aprons. The mores of this country have become so capricious that anything is possible. But the trend of women in the workplace is not solely a cultural phenomenon. It's also partly the result of economics. Our sense is that the trend will continue, so that by 2000, there will be more women who are bank CEOs than now--perhaps many more. A relevant question is, "So what?" Why is a person's gender, race, or ethnic background a significant factor? As it relates to ability and performance in a business environment, it isn't. But the fact is that any time the norm changes, that change is noteworthy. And in regard to women in banking, the norm is changing. The seven women we profiled are only a sampling of a larger number. Four of them are CEOs of community banks, two are presidents with units of very large banks, and the other is a senior vice-president with a large bank. Each of them offers a compelling story of how they rose to their current position. Each story, furthermore, is quite different. As our cover headline suggests, the women were asked if they had encountered a gender barrier--the so-called glass ceiling, that much-discussed invisible barrier to promotion beyond a certain level. None had experienced such a barrier themselves, but each of the seven knew someone who had, and each said they had encountered some gender-related challenge. Barbara Ralston, of First Interstate Bank of Arizona, for example, told us she was aware that at various stages in her career she was the "token" woman. Whereas some people might take offense, understandably, at being considered a token, Ralston treated it as an opportunity. …
与种族问题一样，很难客观地讨论性别问题。这两个主题都倾向于激起情绪和两极分化的观点。在本月的封面故事中，我们试图对一个重要的演变——银行高级管理人员中女性人数的增加——提出一种冷静的看法。数据本身并不能说明最近发生了什么巨大的变化。在大约1万家银行中，女性ceo屈指可数。然而，这一数字正在以最高水平增长——尽管是渐进的。正如文章所指出的那样，在中层管理人员中，这一数字的增幅要大得多。未来趋势将走向何方?有些人可能会想，诺玛•麦考维(Norma McCorvey，“简•罗伊”，Roe v. Wade案中的“罗伊”)的撤诉和保守主义的崛起，是否会促使数万名现在担任管理职务的女性把高跟鞋换成围裙。这个国家的风俗已经变得如此反复无常，一切皆有可能。但女性在职场的趋势不仅仅是一种文化现象。这在一定程度上也是经济的结果。我们的感觉是，这一趋势将继续下去，到2000年，担任银行首席执行官的女性将比现在多——或许会多得多。一个相关的问题是，“那又怎样?”为什么一个人的性别、种族或民族背景是一个重要的因素?在商业环境中，当它与能力和表现相关时，它就不是。但事实是，每当规范发生变化时，这种变化都是值得注意的。至于银行业的女性，标准正在发生变化。我们侧写的七名女性只是众多女性中的一个样本。其中四位是社区银行的首席执行官，两位是大型银行部门的总裁，另一位是大型银行的高级副总裁。他们每个人都提供了一个引人入胜的故事，讲述了他们是如何晋升到现在的位置的。此外，每个故事都有很大的不同。正如我们的封面标题所示，这些女性被问及是否遇到了性别障碍——所谓的玻璃天花板，即人们经常讨论的、阻碍晋升到一定级别以上的无形障碍。没有人自己经历过这样的障碍，但这七个人都知道有人遇到过这样的障碍，而且他们都说自己遇到了一些与性别有关的挑战。例如，亚利桑那州第一州际银行(First Interstate Bank of Arizona)的芭芭拉•拉尔斯顿(Barbara Ralston)告诉我们，她意识到，在她职业生涯的各个阶段，她都是“象征性的”女性。有些人可能会因为被认为是一种象征而生气，这是可以理解的，但拉尔斯顿却把它当作一个机会。…
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Pub Date : 1994-06-01DOI: 10.1211/cp.2015.20068204
K. Hansen
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